Session 1: Segmentation and Targeting
The faculty leads a discussion of an arts sector case focused on questions of segmentation and targeting, the challenges of attracting new customers while serving current customer segments, and the range of segments an organization can effectively serve.
Session 2: Exercise on Organizational Positioning
Building on the concepts from the case discussion, organizational teams work together to develop a target-market segmentation plan for their organizations.
Session 3: Mission and Marketing
You use another arts-sector case to explore the relationship between mission, customer selection, and value positioning.
Session 4: Exercise on Organizational Positioning
A team-based exercise builds on the concepts from the day's sessions to apply considerations of customers and competition to setting an organization's mission, vision, and strategy. Teams develop a marketing positioning statement for their organizations.

Session 1: Reaching Target Segments
An arts-sector case is used to explore the range of marketing "levers" that can and need to be used to acquire and retain audiences or visitors in a complex cultural environment.
Session 2: Exercise on Integrated Customer Strategies
A team-based exercise builds on the work you completed in the first day's exercises to start to develop implementation plans for your organization.
Session 3: Marketing Implementation
A case study from the for-profit sector is used to examine a "complete" marketing strategy. This for-profit sector case is especially interesting, as the organization had an issue many nonprofit arts and culture organizations face: a very high quality product that was nonetheless not being purchased.
Session 4: Exercise on Refining Marketing Strategy
This closing exercise asks you to review your marketing strategy, as captured in the exercises so far, and make refinements based on the last case discussion. Class discussion of your plans allows for faculty and peer feedback.